Planning in Reverse: A Viable Approach to Organizational Leadership

Planning in Reverse: A Viable Approach to Organizational Leadership

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Overview

Planning in Reverse is an innovative concept designed to make organizations more successful by altering the perspective utilized in the strategy process. What is needed for organizations to thrive in this new environment of change and uncertainty is a short-term approach for long-term viability. In this book, tools and concepts regarding Planning in Reverse ('PIR') are provided so that any organization or department will be able to implement the PIR process. The PIR process is unique in that it will work in any organization whether they provide educational services, government services, private sector services, or the production of products. This system is of particular importance to the small organization that does not have the resources to overcome potential missteps. PIR suggests that long-term static strategic planning will continue to become less and less helpful and ultimately may need to be replaced completely by the PIR process for organizations to survive. Many large, well-known companies and organizations have failed even though they had long-term strategic plans. These observations indicate a need for a fundamental change in the planning process thereby suggesting that it is time for Planning in Reverse.

Product Details

ISBN-13: 9781607097938
Publisher: R&L Education
Publication date: 02/16/2011
Pages: 140
Product dimensions: 6.12(w) x 9.13(h) x 0.34(d)

About the Author

Scott Ballantyne, PRSBA is an associate professor of business at Alvernia University, Reading, PA and earned his doctorate from Widener University, Chester, PA. He has held a variety of leadership positions in the public and private sector including school district business manager. Beth A. Berret, SPHR is an associate professor of business at Alvernia University with 21 years of teaching experience. She holds an MBA from Philadelphia University and doctorate from Widener University. Dr. Berret teaches in the tracks where she has professionally practiced including management, human resource management, and strategic management. Mary Ellen Wells is an associate professor and department chair for business programs at Alvernia University in Reading, Pennsylvania. She earned her law degree and advanced degree in taxation from Boston University School of Law. Prior to joining Alvernia University full time in 2003, Professor Wells was employed as a corporate and tax law attorney at the law firm of Bulkley, Richardson, and Gelinas in Springfield, Massachusetts.

Table of Contents

Foreword vii

Preface xi

Introduction xvii

Part I Short-Term Leadership for Long-Term Viability

1 Short-Term Leadership for Long-Term Viability 3

2 The Pathway to Long-Term Viability 9

3 The New Leadership Skill Set Necessary for Today's Business Environment 16

Part II Deconstructing Decision Making

4 Reviewing the Long-Term Strategic Planning Process 25

5 Deconstructing the Process to Demonstrate the Fallacy 30

6 The Future Is Never Accurately Predicted 35

Part III Planning in Reverse

7 The I-Process 39

8 Implication Scan 44

9 Impact Evaluation 50

10 Itemized Action Plans 54

11 Implementation Plan 56

12 Integration Plan 60

Part IV Learning in Reverse

13 How to Retrain Strategic Leaders in the Planning-in-Reverse Process 65

14 Understanding the Switch From Long-Term Planning to Long-Term Viability 68

15 Short-Sighted Leadership for Long-Term Viability 71

Part V Reverse Process Planning

16 Developing a Realistic Timeline 77

17 The Planning-in-Reverse Instrument 79

18 Training Individuals in Planning in Reverse 83

19 Ongoing Monitoring of Planning in Reverse 86

20 The Intended Results 88

Appendix A Forms 91

Appendix B Education K-12 Example 99

Bibliography 109

About the Authors 113

About the Cover 117

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